Exploring Competitive Advantage through Lean Implementation in the Aerospace Supply Chain
收购和并购英语作文初中
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收购和并购英语作文初中收购和并购(Mergers and Acquisitions,简称M&A)是商业领域中常见的战略行为,通常用于企业扩大规模、增强竞争力或实现战略转型。
以下是一篇参考范文,旨在介绍收购和并购的概念、原因、影响以及相关的风险和挑战。
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The Dynamics of Mergers and Acquisitions。
In the dynamic realm of business, mergers and acquisitions (M&A) serve as pivotal strategies employed by companies to expand their footprint, fortify their market position, or navigate strategic transformations. M&A involves the consolidation of two or more entities, often resulting in a synergistic alliance that can catalyze growth and innovation. This essay delves into the intricacies of M&A, exploring its rationales, impacts, as well as the attendant risks and challenges.Rationales for M&A:Companies embark on M&A endeavors for multifarious reasons, chief among them being the quest for market dominance and the pursuit of operational efficiencies. Through mergers or acquisitions, firms can harness complementary resources, technologies, or distribution channels, thereby augmenting their competitive advantage. Additionally, M&A enables organizations to diversify their product portfolios, penetrate new markets, or capitalize on emerging trends, fostering sustainable growth in an ever-evolving business landscape.Impacts of M&A:The ramifications of M&A reverberate across diverse stakeholders, ranging from shareholders and employees to consumers and regulators. Shareholders often anticipate enhanced shareholder value post-M&A, driven by synergies, economies of scale, or strategic alignments. Conversely, employees may grapple with uncertainties stemming from organizational restructuring, cultural integration, orworkforce redundancies. Furthermore, consumers may witness changes in product offerings, service standards, or pricing dynamics, prompting apprehensions or opportunities contingent upon the acquirer’s post-merger strategies. From a regulatory perspective, M&A transactions are subject to stringent antitrust laws and regulatory scrutiny aimed at safeguarding market competition and consumer interests.Risks and Challenges:Despite the tantalizing prospects, M&A ventures are fraught with inherent risks and challenges that demand meticulous due diligence and strategic foresight. Integration complexities, cultural clashes, and post-merger dissonance often pose formidable hurdles impeding the seamless assimilation of disparate entities. Moreover, overvaluation, synergistic overestimation, or unforeseen market fluctuations can precipitate financial setbacks or shareholder disillusionment. Legal entanglements, regulatory impediments, and geopolitical uncertainties further exacerbate the risk landscape, necessitating adept risk mitigation strategies and contingency planning.Case Studies:Illustratively, the landmark acquisition of WhatsApp by Facebook exemplifies the strategic imperatives underpinning M&A transactions in the digital age. Facebook’sacquisition of WhatsApp, a leading messaging platform, not only fortified its user base but also facilitated synergistic cross-platform integrations, propelling Facebook’s foray into the burgeoning realm of mobile messaging. Similarly, the merger between Exxon and Mobil in the oil and gas sector epitomizes the consolidation trend aimed at enhancing operational efficiencies, optimizing resource utilization, and bolstering market competitiveness amidst fluctuating commodity prices and geopolitical uncertainties.Conclusion:In summation, M&A represents a quintessential strategic tool wielded by businesses to navigate the complexities of a globalized marketplace, catalyze growth, and unleashsynergies that transcend organizational boundaries. However, the efficacy of M&A hinges on astute strategic planning, meticulous due diligence, and adept integration managementto mitigate risks and maximize stakeholder value. By discerning the underlying rationales, understanding the intricate dynamics, and learning from historical precedents, businesses can navigate the M&A landscape with sagacity and resilience, charting a course towards sustainable growthand competitive advantage in an increasingly interconnected world.--。
Dynamic capabilities and strategic management(动态能力与战略管理)
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企业如何竞争?企业如何赚取高于正常的回报吗?什么是需要长期保持卓越的性能呢?一个日益强大的经营策略这些基本问题的答案在于动态能力的概念。
这些的技能,程序,例程,组织结构和学科,使公司建立,聘请和协调相关的无形资产,以满足客户的需求,并不能轻易被竞争对手复制。
具有较强的动态能力是企业强烈的进取精神。
他们不仅适应商业生态系统,他们也塑造他们通过创新,协作,学习和参与。
大卫·蒂斯是动态能力的角度来看的先驱。
它植根于25年,他的研究,教学和咨询。
他的思想已经在企业战略,管理和经济学的影响力,创新,技术管理和竞争政策有关。
通过他的顾问和咨询工作,他也带来了这些想法,承担业务和政策,使周围的世界。
本书的核心思想动态能力是最清晰和最简洁的语句。
蒂斯解释其成因,应用,以及如何他们提供了一个替代的方法很多传统的战略思想,立足于简单和过时的产业组织和竞争优势的基础的理解。
通俗易懂撰写并发表了,这将是一个非常宝贵的工具,为所有那些谁想要理解这一重要的战略思想的贡献,他们的MBA学生,学者,管理人员,或顾问和刺激。
Strategic Management Journal, V ol. 18:7, 509–533 (1997)The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm‘s (specific) asset positions (such as the firm‘s portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is amplified where conditions of increasing returns exist. Whether and how a firm‘s competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding internally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing internal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival‘s costs, and excludes new entrants. (C) 1997 by John Wiley & Sons, Ltd.战略管理杂志。
供应链英文
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供应链英文1.The definition of Logisticsofstorage movement andof strategically managing the procurement,processLogistics is thematerials, parts and finished inventory (and the related information flows) through the organization and its marketing channels in such a way that current and future profitability are maximized through the cost-effective fulfillment of orders.'s a central theme of this book according to the first paragraph?2.What–inIt is that effective logistics management can provide a major source of competitiveadvantage preference of customer in terms competitorsofwords a position enduring superiority over othermay be achieved through logistics.'s the source of competitive advantage?3.WhatThe source of competitive advantage is found firstly in the ability of the organization to differentiate itself, in the eyes of the customers, from its competition and secondly by operating at a lower cost and hence at greater profit.4.Two vectors of competitive advantagea.Productivity advantageIn many industries there will typically be one competitor who will be the low cost producer and, that'when it comes to cost competitor will have the greatest sales volume in the sector.Big is beautiful”。
人力资源管理英文版选择题题库1
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Chapter1Exam Questions1. The human resource management function (56)A. is concerned with ensuring that a firm's human resources have the land, capital, andequipment needed to perform their jobs effectively.B. helps an organization deal effectively with its people during the various phases of theemployment cycle--pre-selection, selection, and post-selection.C. is necessary only in those organizations where labor-management relations are strained.D. is irrelevant in an age of rapidly changing work processes.Answer: B2. The dominant activity in the pre-selection phase of the employment cycle isA. planning.B. performance management.C. selection.D. assessment.Answer: A3. Developing human resource practices for effectively managing people is most closely associatedwith which phase of the employment cycle? (38)A. pre-selectionB. selectionC. post-selectionD. management phaseAnswer: C4. Human resource planning has as its primary goal (39)A. gathering, analyzing, and documenting information about jobs.B. locating and attracting job applicants.C. helping managers anticipate and meet the changing need for human resources.D. measuring the adequacy of an employee's job performance.Answer: C5. The decision to use a personality inventory in the employee selection process would be madebased on (43)A. job analysis information.B. human resource planning information.C. performance appraisal information.D. recruitment information.Answer: A6. Which of the following is not among the external factors influencing human resourcemanagement?A. rapid advances in technologyB. a high rate of illiteracy among the work forceC. company policy regarding flexible work arrangementsD. emphasis on quality improvementAnswer: C7. Unions are most likely to influence company policies regarding (59)A. human resource planning, job analysis, and recruitment.B. discipline, promotions, and grievances.C. international human resource management.D. strategic planning and resource allocation.Answer: B8. Which of the following is not one of the issues that needs to be addressed when establishingoperations in other countries?A. setting performance standardsB. use of expatriatesC. cultural differencesD. compensationAnswer: A9. Which statement below best describes the relationship between line management and HRprofessionals? (58)A. HR professionals focus more on developing human resource programs, while line managersare more involved in implementing those programs.B. HR professionals are solely responsible for evaluating programs designed to manage humanresources.C. Line management requires the services of the HR professional only infrequently.D. Line management focuses more on developing human resource programs, while the HRprofessional is more involved in implementing programs.Answer: A10 Which of the following activities is most consistent with the HR professional’s role ofdeveloping/choosing HRM methods? (31)A. determining the order in which job applicants should complete selection measures.B. determining that a test of cognitive ability should be used as part of a selection process.C. determining that a personality test has been ineffective in screening job applicants.D. offering a manager instruction on how to appraise employee performance.Answer: B11. Which of the following activities is not part of the line manager's role in the HRM process? (32)A. interview job applicantsB. settle grievance issuesC. provide and communicate job performance ratingsD. develop an evaluation strategy for training programsAnswer: D12. A competitive advantage is defined in the text as (33)A. a demonstrated willingness to take on all competitors in the marketplace.B. hiring a workforce that has a high need for achievement.C. achieving a superior marketplace position relative to one’s competition.D. organizational self-confidence.Answer: C13. A cost leadership strategy for gaining competitive advantage can be produced by(34)A. reducing the cost of production, regardless of the number of units produced.B. increasing the number of units produced, regardless of the cost per unit.C. cutting overhead costs while maintaining or increasing the number of units produced.D. performing regularly scheduled maintenance on production equipment.Answer: C14. Product differentiation can offer a firm a competitive advantage because (35)A. it allows a firm to offer a unique product not being offered by competitors.B. it can reduce a product’s cost per unit.C. it reduces a firm’s dependence on one supplier for raw materials.D. imitating a competitor’s strategy is the surest way to be competitive.Answer: A15. Which of the following statements best characterizes the relationship between a firm’s HRMpractices and important outcome measures such as productivity, profits, and overall organizational performance? (36)A. HRM practices have little impact on such“hard measures” of organizational performance.B. Firms with progressive HRM practices tend to perform better on such hard measures oforganizational performance than those using less sound practices.C. Those firms that use sophisticated HRM practices tend to be only slightly less successful thanother firms.D. The more money a firms spends on salaries for HRM personnel, the more successful it willbe.Answer: B16. According to Jeffrey Pfeffer, a firm that adopts a program of employee participation andempowerment is most likely to generate (37)A. uncertainty among the workforce regarding job responsibilities.B. support from union leadership.C. a decline in short-term profits until the organization adapts to the change.D. a competitive advantage by increasing employee satisfaction and productivity.Answer: D17. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following HRM practices can have a direct effect on achieving competitive advantage?A. performance appraisalB. HR planningC. unionsD. workplace justice programsAnswer: A18. According to the model linking HRM practices to competitive advantage discussed in chapter 1,which of the following employee-centered outcomes is a direct result of implementing progressive HRM practices?A. employee retentionB. legal complianceC. employee competenceD. company imageAnswer: C19. Organizational citizenship concerns(40)A. an employee’s willingness to engage in work behaviors that are not usually specified in a jobB. the relative strength of an employee’s identification with and involvement in a particularorganization.C. the favorableness of an employee’s attitude toward his or her job.D. the tendency of an organization to be involved in the civic affairs of the community in whichit resides.Answer: A20. An employee is overheard saying“I think the company is doing the right thing by introducing thisnew product line. I hope I get the chance to work on it.” This statement most likely reflects the employee’s (41)A. organizational commitment.B. organizational citizenship.C. job satisfaction.D. self-efficacy.Answer: A21. Which of the following pairs of HRM practices is most likely to influence employeemotivation?(42)A. job analysis and HR planningB. selection and productivity improvement programsC. training and safety and health programsD. motivation is one of the few variables that cannot be improved using HR practices.Answer: B22. According to the model linking HRM practices to competitive advantage discussed in Chapter 1,how can one describe the relationship between organization-centered outcomes and employee-centered outcomes?A. organization-centered outcomes are believed to“cause” employee-centered outcomes.B. employee-centered outcomes are believed to“cause” organization-centered outcomes.C. both employee-centered and organization-centered outcomes are believed to have direct pathsto competitive advantage but no effect on each other.D. organization-centered outcomes are directly influenced by certain HRM practices, whileemployee-centered outcomes are not.Answer: B23. Which of the following strategies is not used by HR professionals to achieve cost leadership? (44)A. motivating workers to be more productive by introducing a productivity improvementprogram.B. developing a performance appraisal system that provides workers with the feedback necessaryto be more productive.C. introducing a new piece of equipment to improve worker efficiency.D. using a more efficient recruitment strategy to reduce the cost of hiring new workers.Answer: C24. The use of HRM practices can promote a sustained competitive advantage because(45)A. being the first to institute an innovative HR practice discourages a firm's competition.B. HR practices cannot be imitated.C. people are a firm’s most valuable resource.D. the organizational environment in which innovative HR practices are implemented can rarelyAnswer: D25. Which of the following HR practices is likely to have the greatest and most direct impact onachieving competitive advantage through product differentiation?A. compensationB. selectionC. job analysisD. performance appraisalAnswer: B。
基于结构熵权法和改进TOPSIS法的可持续供应链绩效评价模型与算法
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基于结构熵权法和改进TOPSIS法的可持续供应链绩效评价模型与算法[摘要]由于生态中国战略的提出,可持续供应链管理成了国内新兴的热点研究课题。
它强调经济、环境和社会三方面绩效的协调发展,注重经济效益、自然环境和社会责任的协调,反映了可持续发展的时代主题。
本文引入可持续供应链管理的概念,建立了基于生存能力、发展能力、适应自然环境和适应社会环境四方面的可持续供应链绩效评价参考体系。
创造性地综合结构熵权法和变异系数法算出指标综合权重,运用改进的TOPSIS法排出优劣顺序,算出优异度。
最后运用该模型对苏宁电器和国美电器的可持续供应链绩效做了评价,同时验证了该评价模型的可行性和准确性。
本文的研究可以为可持续供应链绩效研究者的研究和管理者的决策提供参考依据。
[关键词]可持续供应链;绩效评价;结构熵权;变异系数法;改进TOPSIS 法1 引言在国外,可持续供应链作为一个热点出现,得到可持续性发展和供应链管理领域研究者越来越多的关注。
Seuring and Muller等[1]把可持续供应链管理定义成企业通过对供应链中的物流、信息流、商流的管理和节点企业间的互助协作,来实现经济、环境和社会三个方面绩效的可持续性发展。
Krajnc等[2] 设计了一个可持续发展模型,通过经济、社会和环保方面的可持续性来反映公司的绩效。
Singh 等[3]介绍了可持续性并且运用层次分析法创立了一个概念性的评价模型来评价公司可持续性绩效的影响。
Ding[4]使用了4种可持续发展决定因素来建立可持续指数。
Melissa等[5]认为公司的潜在竞争优势可以通过可持续供应链来获得并描述了潜在方法的使用。
在可持续方面,Lamming、Preuss[6]提出了环境、社会和道德问题的演进。
Darnall等[7]对供应链环境管理的合作化产生的影响做了相关的研究。
到目前为止,国外研究者,对可持续供应链做了大量基于案例的研究和实证分析,得出了可持续供应链管理对国民经济的可持续发展产生了巨大的影响的结论,但是对可持续供应链的绩效评价目前还没有较系统的研究。
战略人力资源的英文经典资料
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战略人力资源的英文经典资料Classic Literature on Strategic Human Resources (2000 words) IntroductionStrategic human resources (HR) plays a crucial role in the success of organizations by aligning HR practices and policies with the overall business strategy. It involves the effective management of human capital to gain a competitive advantage. In this article, we will explore some classic literature on strategic HR that has had a significant impact on the field.1. "Human Resource Champions: The Next Agenda for Adding Value and Delivering Results" by David UlrichPublished in 1996, this book by David Ulrich revolutionized the field of strategic HR. Ulrich introduced the concept of HR as a strategic partner, emphasizing the need for HR professionals to align their activities with business objectives. The book outlines four key roles that HR professionals should adopt: strategic partner, administrative expert, employee champion, and change agent.2. "The HR Scorecard: Linking People, Strategy, and Performance" by Dave Ulrich, Brian E. Becker, and Mark A. HuselidThis book, published in 2001, emphasizes the importance of measuring HR's contribution to organizational performance. The authors introduce the concept of the HR scorecard, which helpsHR professionals identify their strategic goals and develop metricsto assess their achievement. The book provides practical examples and case studies to illustrate the implementation of the HR scorecard.3. "Strategic Human Resource Management: A Guide to Action" by Michael ArmstrongMichael Armstrong's book, first published in 2000, outlines the essential elements of strategic HR management. It emphasizes the aligning of HR strategies with business strategies, the identification of HR's contribution to organizational success, and the development of HR policies and practices that support strategic objectives. The book provides practical guidance on how to design and implement strategic HR initiatives.4. "The Talent Masters: Why Smart Leaders Put People Before Numbers" by Bill Conaty and Ram CharanIn this book, published in 2010, Conaty and Charan highlight the critical role of talent management in organizational success. They argue that having the right people in the right positions is more important than any other factor. The authors provide insights into creating a talent-rich organization by attracting, developing, and retaining top talent. They also emphasize the need for HR professionals to be strategic partners in talent management.5. "High-Impact HR: Building Human Capital Advantage for Organizations" by Jack J. Phillips, Patricia Pulliam Phillips, and Martha L. TateThis book, published in 2016, explores how HR professionals can create a high-impact HR function. It emphasizes the need for HRto align its activities with business objectives, develop metrics to measure the impact of HR initiatives, and communicate the value HR brings to the organization. The authors provide a roadmap for transforming HR into a strategic partner and outline the steps to assess and enhance HR's impact.ConclusionThe above-mentioned classic literature on strategic HR has been highly influential in shaping the field. These books highlight the importance of aligning HR strategies with business strategies, measuring HR's contribution to organizational performance, and prioritizing talent management. By understanding and implementing the concepts outlined in these books, HR professionals can become strategic partners in their organizations and contribute to long-term success.6. "Beyond HR: The New Science of Human Capital" by John W. Boudreau and Peter M. RamstadPublished in 2007, this book challenges traditional HR practices and encourages HR professionals to think beyond their operational roles. Boudreau and Ramstad introduce the concept of "strategic HR measurement" and emphasize the need for HR to demonstrate its impact on business outcomes. They argue that HR should move from a focus on HR activities and processes to a focus on measuring the value that human capital brings to the organization.7. "The HR Value Proposition" by Dave Ulrich, Wayne Brockbank,Dani Johnson, and Kurt SandholtzPublished in 2005, this book builds upon Ulrich's previous work and explores how HR can create value for the organization. The authors propose that HR should deliver value in four key areas: talent, organization, leadership, and performance. They provide practical tools and frameworks for HR professionals to assess and improve their value proposition, taking into account the unique needs of their organization.8. "Aligning Human Resources and Business Strategy" by Linda HolbecheHolbeche's book, first published in 2009, focuses on the role of HR in driving business success. She argues that HR professionals must understand the business strategy and align HR practices accordingly. Holbeche provides insights into how HR can contribute to strategic decision-making, develop a high-performance culture, and effectively manage change. The book includes case studies and practical advice for HR professionals looking to enhance their strategic impact.9. "Strategic Human Resource Management: Winning Through People" by Jeffrey A. MelloMello's book, published in 2015, takes a comprehensive look at strategic HR management. He emphasizes the importance of integrating HR practices with business strategy, managing human capital effectively, developing competitive advantage through HR, and assessing HR's impact on organizational performance. Thebook also explores the ethical and legal considerations involved in strategic HR management.10. "Strategic Staffing: A Comprehensive System for Effective Workforce Planning" by Thomas P. BechetBechet's book, first published in 2008, focuses on strategic staffing and its role in achieving organizational goals. He presents a systematic approach to workforce planning, which includes analyzing the current workforce, identifying future needs, developing recruiting strategies, and evaluating staffing effectiveness. The book provides practical tools and techniques for HR professionals to align their staffing practices with business objectives.11. "Human Resource Management: Gaining a Competitive Advantage" by Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, and Patrick M. WrightFirst published in 1999 and now in its current 12th edition, this textbook provides a comprehensive overview of strategic HR management. The authors discuss various HR practices and their impact on organizational performance, such as recruitment and selection, training and development, performance management, compensation, and employee relations. The book also examines contemporary issues in HR, such as diversity, globalization, and technology.12. "The Value of Talent: Promoting Talent Management Across the Organization" by Sylvie RagueneauRagueneau's book, published in 2012, focuses on talent management as a key strategic initiative. She highlights the need for organizations to identify, attract, develop, and retain top talent to gain a competitive advantage. Ragueneau provides practical guidance on how to design and implement talent management programs, including succession planning, leadership development, and performance management.These classic literature works on strategic HR have become essential references for HR professionals and students alike. By understanding and applying the concepts outlined in these books, HR practitioners can enhance their strategic thinking, align HR practices with business objectives, measure HR's impact on organizational performance, and effectively manage talent. Strategic HR management is crucial for organizations to thrive in today's competitive and rapidly changing business environment.。
生产运作英文题
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生产运作英文题TRUE/FALSE1.One reason to globalize is to learn to improve operations.True (A global view of operations, easy)1.The production process at Hard Rock Café is limited to meal preparation and servingcustomers.False (Global company profile, easy)2.Some of the operations-related activities of Hard Rock Café include designing meals andanalyzing them for ingredient cost and labor requirements.True (Global company profile, easy)3.Operations management is the set of activities that create value in the form of goods andservices by transforming inputs into outputs.True (What is operations management? easy)4.One reason to study operations management is to learn how people organize themselvesfor productive enterprise.True (Why study OM, easy)2.An organization's behavior will be optimized if each of its departments optimizes theirbehaviors independently.False (Developing missions and strategies, easy)5.The operations manager performs the management activities of planning, organizing,staffing, leading, and controlling of the OM function.True (What operations managers do, easy)6."How much inventory of this item should we have?" is within the critical decision area ofquality management.False (What operations managers do, easy)7.Henry Ford is known as the Father of Scientific Management.False (The heritage of operations management, easy)8.Students wanting to pursue a career in operations management will findmultidisciplinary knowledge beneficial.True (Where are the OM jobs? easy)9.Customer interaction is often high for manufacturing processes, but low for services.False (Operations in the service sector, moderate)10.Productivity is more difficult to improve in the service sector.True (The productivity challenge, moderate)11.In the past half-century, the number of people employed in manufacturing has risen onlymodestly, but each manufacturing employee is manufacturing about 20 times as much.True (Operations in the service sector, easy)12. A multinational corporation has extensive international business involvements.True (Global operations strategy options, easy)1.ISO 9000 has evolved from a set of quality assurance standards toward a qualitymanagement system.True (International quality standards, moderate)2.Quality is mostly the business of the quality control staff, not ordinary employees.False (Total quality management, moderate)3.Continuous improvement is based on the philosophy that any aspect of an organizationcan be improved.True (Total quality management, moderate)4.Quality circles empower employees to improve productivity by finding solutionsto work-related problems in their work area.True (Total quality management, moderate)5.Line employees need the knowledge of TQM tools.True (Total quality management, easy)6.The quality of services is more difficult to measure than the quality of goods becauseboth the intangible differences between service products and consumers' intangibleexpectations are poorly defined.True (TQM in services, moderate)1.The goal of a human resource strategy is to manage labor and design jobs so people areeffectively and efficiently utilized.True (Human resource strategy for competitive advantage, easy)2.Equitable pay alone cannot achieve a reasonable quality of work life in an organization.3.True (Human resource strategy for competitive advantage, moderate) Technology,location, and layout decisions are all possible constraints on the human resource strategy.True (Human resource strategy for competitive advantage, moderate)4.Flextime is a system that allows employees, within limits, to determine their own workschedules.True (Labor planning, moderate)5.Job rotation is an example of job enlargement.True (Job design, moderate)6.Job expansion can lead to increased labor cost because of the extra workers hired in theexpansion.False (Job design, moderate)Single choice1、Examples of response to the global environment includea. Boeing's worldwide sales and productionb. Benneton's flexibility in design, production, and distributionc. A Chinese manufacturer, Haier, opening plants in the United Statesd. Ford's partnerships with Volvo and Mazdae. All of the above are examples.e (Introduction, easy)3. A strategy is a(n)a. set of opportunities in the marketplaceb. broad statement of purposec. simulation used to test various product line optionsd. plan for cost reductione. action plan to achieve the missione (Achieving competitive advantage through operations, moderate)12.Which of the following is not an element of the management process?a. controllingb. leadingc. planningd. pricinge. staffingd (What do operations managers do? easy)4.The acronym MNC stands fora. Mexican National Committee (for international trade)b. Maquiladora Negates Competitionc. Maytag- Nestlé Corporationd. Multinational Corporatione. none of the aboved (Global operations strategy options, easy)13.All of the following decisions fall within the scope of operations managementexcept fora. financial analysisb. design of products and processesc. location of facilitiesd. quality managemente. All of the above fall within the scope of operations management.a (What do operations managers do? easy)14.The Ten Critical Decisions of Operations Management includea. Layout designb. Maintenancec. Process and capacity designd. Quality managemente. all of the abovee (Why study OM? easy)15.An operations manager is not likely to be involved ina. the design of products and services to satisfy customers' wants and needsb. the quality of products and services to satisfy customers' wants and needsc. the identification of customers' wants and needsd. work scheduling to meet the due dates promised to customerse. forecasting salesc (What do operations managers do? easy)16.The responsibilities of the operations manager includea. planning, organizing, staffing, procuring, and reviewingb. forecasting, designing, planning, organizing, and controllingc. forecasting, designing, operating, procuring, and reviewingd. planning, organizing, staffing, leading, and controllinge. designing and operatingd (What do operations managers do? easy)17.Typical differences between goods and services do not includea. cost per unitb. ability to inventory itemsc. timing of production and consumptiond. customer interactione. knowledge contenta (Operations in the service sector, moderate)18.One new trend in operations management isa. global focusb. mass customizationc. empowered employeesd. rapid product developmente. All of the above are new trends in operations management.e (Exciting new trends in operations management, moderate)19.The Dulac Box plant produces 500 cypress packing boxes in two 10-hour shifts. What isthe productivity of the plant?a. 25 boxes/hrb. 50 boxes/hrc. 5000 boxes/hrd. none of the abovee. not enough data to determine productivitya (The productivity challenge, moderate)20.Which of the following inputs has the greatest potential to increase productivity?a. laborb. globalizationc. managementd. capitale. none of the abovec (The productivity challenge, moderate)7.Because various employment laws now require it, "equal pay for equal work" is nolonger an ethical concern in the work environment.False (Ethics and the w ork environment, moderate)8.The objective of a human resource strategy is toa. produce the demand forecast at lowest labor costb. match employment levels with demandc. achieve a reasonable quality of work life at low costd. manage labor and design jobs so people are effectively and efficiently utilizede. all of the aboved (Human resource strategy for competitive advantage, moderate)9.Job rotation is an example ofa. job enrichmentb. job schedulingc. job trainingd. job enlargemente. job incentived (Job design, moderate)10.When a worker has a say in the work methods that he/she wishes to utilize, his/her job ischaracterized bya. skill varietyb. job identityc. job significanced. feedbacke. autonomye (Job design, moderate)11.Which of the following statements describes job rotation?a. The job contains a larger number of similar tasks.b. The job includes some planning and control necessary for job accomplishment.c. The operator works on different shifts on a regular basis.d. The operator's schedule is flexible.e. The operator is allowed to move, for example, from one type of CNC machine to theother.e (Job design, moderate)12.The difference between job enrichment and job enlargement is thata. enlarged jobs involve vertical expansion, while enriched jobs involve horizontalexpansionb. enriched jobs enable an employee to do a number of boring jobs instead of just onec. job enlargement is more psychologically satisfying than job enrichmentd. job enrichment is suitable for all employees, whereas job enlargement is note. enriched jobs involve vertical expansion, while enlarged jobs involve horizontalexpansione (Job design, moderate)7."Making it right the first time" isa. an unrealistic definition of qualityb. a user-based definition of qualityc. a manufacturing-based definition of qualityd. a product-based definition of qualitye. the definition proposed by the American Society for Qualityc (Defining quality, moderate)8.Which of the following is not one of the major categories of costs associated withquality?a. prevention costsb. appraisal costsc. internal failuresd. external failurese. none of the above; they are all major categories of costs associated with qualitye (Defining quality, moderate)9.Inspection, scrap, and repair are examples ofa. internal costsb. external costsc. costs of dissatisfactiond. prevention costse. societal costsa (Defining quality, moderate)10.The philosophy of zero defects isa. the result of Deming's researchb. unrealisticc. prohibitively costlyd. an ultimate goal; in practice, 1 to 2% defects is acceptablee. consistent with the commitment to continuous improvemente (Total quality management, moderate)11.ISO 9000 seeks standardization in terms ofa. productsb. production proceduresc. suppliers' specificationsd. procedures to manage qualitye. all of the aboved (International quality standards, moderate)12.Which of the following is true about ISO 14000 certification?a. It is not a prerequisite for ISO 9000 certification.b. It deals with environmental management.c. It offers a good systematic approach to pollution prevention.d. One of its core elements is life-cycle assessment.e. All of the above are true.e (International quality standards, moderate)13.To become ISO 9000 certified, organizations musta. document quality proceduresb. have an onsite assessmentc. have an ongoing series of audits of their products or serviced. all of the abovee. none of the aboved (International quality standards, moderate)14.The goal of inspection is toa. detect a bad process immediatelyb. add value to a product or servicec. correct deficiencies in productsd. correct system deficienciese. all of the abovea (The role of inspection, moderate)SHORT ANSWER21.Why are organizations becoming more global?Organizations are becoming more global with the decline in the cost of communication and transportation. Additionally, resources--material, talent, and labor--are also becoming more global. (Exciting new trends in operations management)22.What is a knowledge society?A knowledge society is one in which much of the labor force has migrated frommanual work to work based on knowledge. (The productivity challenge,moderate)5.What is the difference between a firm's mission and its strategy?A firm's miss ion is its purpose or rationale for an organization’s existence, whereas a firm's strategy is how it expects to achieve its mission and goals. (Developing missions and strategies, moderate)6.How do goods and services differ with regard to handling the quality decision?There are many obj ective quality standards for goods, whereas there are many subjective quality standards for services. (Ten strategic OM decisions, moderate)7.What is the difference between goods and services in terms of their location selection? Manufacturers of goods may need to be located close to raw materials, or labor force. Services, on the other hand, typically are located close to the customer. (Ten Strategic OM decisions, moderate)8.What is SWOT analysis? List its four elements and describe its purpose.The four elements of SWOT are strengths, w eaknesses, opportunities, and threats. Its purpose is to maximize opportunities and minimize threats in the environment, while maximizing the advantages of the organization's strengths and minimizing the weaknesses. (Strategy development and implementation, moderate)Problem23.Susan has a part-time "cottage industry" producing seasonal plywood yard ornaments forresale at local craft fairs and bazaars. She currently works 8 hours per day to produce 16 ornaments.a. What is her productivity?b. She thinks that by redesigning the ornaments and switching from useof a wood glue to a hot-glue gun she can increase her totalproduction to 20 ornaments per day. What is her new productivity?c. What is her percentage increase in productivity?a. 16 ornaments/8 hours = 2 ornaments/hourb. 20 ornaments/8 hours = 2.5 ornaments/hourc. Change in productivity = 0.5 ornaments/hour; percent change = 0.5/2= 25%(The productivity challenge, moderate)。
人力资源管理的挑战
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Copyright © 2004 South-Western. All rights reserved.
1–5
Typical Division of HR Responsibilities
• Workers must be coerced, controlled, directed, threatened with punishment to get them to accomplish work objectives
• Talent is narrowly distributed
• Workers will do as little work as they are required to do
HR Mastery
• Staffing • Performance appraisal
• Rewards system • Communication • Organization design
Personal Credibility
• Trust
• Personal relationships • Lived values
• Workers can be motivated to work independently
• Managers who accepted Y, would not structure, control, or closely supervise the work environment
• Encourage self-control, motivate by providing satisfying work (e.g., challenging work)
竞品优势英语作文
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竞品优势英语作文Title: Competitive Advantages in Business。
In today's fiercely competitive business landscape, identifying and leveraging competitive advantages arecrucial for success. Companies must continuously assesstheir strengths and weaknesses relative to theircompetitors to stay ahead in the market. In this essay, we will explore various competitive advantages and how they contribute to a company's growth and sustainability.Firstly, one of the most significant competitive advantages a company can possess is innovation. Innovation allows a company to develop unique products or servicesthat meet customers' evolving needs better than competitors. Whether it's through technological advancements, process improvements, or creative marketing strategies, innovative companies can differentiate themselves in the market and capture a larger share of customers. For example, companies like Apple and Tesla have achieved remarkable success byconsistently introducing innovative products that set them apart from their rivals.Another essential competitive advantage is a strong brand reputation. A positive brand image not only attracts customers but also fosters loyalty and trust, making it difficult for competitors to replicate. Brands that are associated with quality, reliability, and customer satisfaction often command premium prices and enjoy a more significant market presence. Companies like Coca-Cola, Nike, and Google have invested heavily in building andmaintaining their brand reputation, allowing them to outperform competitors and maintain market leadership positions.Furthermore, operational efficiency can serve as a significant competitive advantage for businesses. Companies that can produce goods or deliver services at lower costs and higher speeds gain a competitive edge by offering competitive pricing or faster turnaround times.Streamlining processes, optimizing supply chains, and investing in technology can all contribute to improvedefficiency and cost-effectiveness. Retail giants like Walmart and Amazon have leveraged operational excellence to dominate their respective industries and outmaneuver smaller competitors.Additionally, customer service excellence can be a potent competitive advantage in today's service-oriented economy. Providing exceptional customer experiences can lead to higher customer satisfaction, repeat business, and positive word-of-mouth referrals. Companies that prioritize customer service invest in training their employees, implementing responsive support systems, and soliciting feedback to continuously improve their offerings. Examples of companies renowned for their outstanding customer service include Zappos, Ritz-Carlton, and Nordstrom.Moreover, access to unique resources or strategic partnerships can confer a competitive advantage on a company. Whether it's proprietary technology, exclusive distribution channels, or strategic alliances with other firms, these resources can be difficult for competitors to replicate or substitute. Companies like Microsoft, with itsvast network of industry partnerships, and Pfizer, with its extensive portfolio of patented drugs, have leveraged their unique resources to maintain leadership positions in their respective sectors.Lastly, agility and adaptability are becoming increasingly important as markets evolve rapidly. Companies that can quickly respond to changing customer preferences, market dynamics, and technological disruptions can stay ahead of the curve and fend off competition more effectively. Embracing a culture of innovation, fostering flexibility in decision-making, and empowering employees to take calculated risks are essential for maintaining agility in today's business environment.In conclusion, competitive advantages are essential for companies seeking sustained success in today's competitive marketplace. Whether it's through innovation, branding, operational efficiency, customer service, unique resources, or agility, businesses must continually strive to differentiate themselves and deliver superior value to customers. By identifying and leveraging their competitivestrengths, companies can position themselves for long-term growth and profitability amidst fierce competition.。
战略管理第六章 全球市场中的竞争战略中英文
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Two Primary Patterns of International Competition(国际竞争的两种 模式)
Multi-country Competition(跨国竞争 跨国竞争) 跨国竞争
Global Competition(全球 全球 竞争) 竞争
McGraw-Hill/Irwin © 2003 The McGraw-Hill Companies, Inc., All Rights Reserved.
Help achieve lower costs(达到低成本 达到低成本 Capitalize on resource strengths and Competencies (利用资源战略和竞争力 利用资源战略和竞争力
McGraw-Hill/Irwin
Spread business risk across wider market base(使公 使公 司所面临的行业风险有更 广阔的市场基础) 广阔的市场基础
Cross-Country Differences in Cultural, Demographic, and Market Conditions
Cultures and lifestyles differ among countries (各国文化和生活方式的同) Differences in market demographics (市场人口统计的不同)
Characteristics of Multi-Country Competition(跨国竞争的特点) Each country market is self-contained(各国市场都是独立的) Competition in one country market is independent of competition in other country markets(一个国家的竞争力独立 与其他国家的竞争) Rivals competing in one country market differ from set of rivals competing in another country market (一个国家的 竞争对抗不同于另外国家的市场) Rivals vie for national market leadership (竞争是为了争做 市场的领导者) No “international” market, just a collection of country markets(没有国际市场,仅仅只有国内市场)
奥斯卡最佳导演詹姆斯·卡梅隆TED英文演讲稿
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奥斯卡最佳导演詹姆斯·卡梅隆TED英文演讲稿以下这篇由应届毕业生演讲稿网站整理提供的是《阿凡达》、《泰坦尼克号》的导演詹姆斯·卡梅隆(jamescameron)的一篇ted演讲。
在这个演讲里,卡梅隆回顾了自己从电影学院毕业后走上导演道路的故事。
卡梅隆告诉你,不要畏惧失败,永远不要给自己设限。
更多演讲稿范文,欢迎访问应届毕业生演讲稿网站!igrewuponasteadydietofsciencefiction.inhighschool,itookabus toschoolanhoureachwayeveryday.andiwasalwaysabsorbedinabook, sciencefictionbook,whichtookmymindtootherworlds,andsatisfie d,inanarrativeform,thisinsatiablesenseofcuriositythatihad.andyouknow,thatcuriosityalsomanifesteditselfinthefactthatwh eneveriwasn’tinschooliwasoutinthewoods,hikingandtaking”sa mples”--frogsandsnakesandbugsandpondwater--andbringingitba ck,lookingatitunderthemicroscope.youknow,iwasarealsciencege ek.butitwasallabouttryingtounderstandtheworld,understandthe limitsofpossibility.andmyloveofsciencefictionactuallyseemedmirroredintheworldar oundme,becausewhatwashappening,thiswasinthelate’60s,wewere goingtothemoon,wewereexploringthedeepoceans.jacquescousteauwascomingintoourlivingroomswithhisamazingspecialsthatshowed usanimalsandplacesandawondrousworldthatwecouldneverreallyha vepreviouslyimagined.so,thatseemedtoresonatewiththewholesci encefictionpartofit.andiwasanartist.icoulddraw.icouldpaint.andifoundthatbecause thereweren’tvideogamesandthissaturationofcgmoviesandalloft hisimageryinthemedialandscape,ihadtocreatetheseimagesinmyhe ad.youknow,wealldid,askidshavingtoreadabook,andthroughtheau thor’sdescription,putsomethingonthemoviescreeninourheads.a ndso,myresponsetothiswastopaint,todrawaliencreatures,alienw orlds,robots,spaceships,allthatstuff.iwasendlesslygettingbu stedinmathclassdoodlingbehindthetextbook.thatwas--thecreati vityhadtofinditsoutletsomehow.andaninterestingthinghappened:thejacquescousteaushowsactual lygotmeveryexcitedaboutthefactthattherewasanalienworldright hereonearth.imightnotreallygotoanalienworldonaspaceshipsome day--thatseemedprettydarnunlikely.butthatwasaworldicouldrea llygoto,righthereonearth,thatwasasrichandexoticasanythingth atihadimaginedfromreadingthesebooks.so,idecidediwasgoingtobecomeascubadiverattheageof15.andtheo nlyproblemwiththatwasthatilivedinalittlevillageincanada,600 milesfromthenearestocean.butididn’tletthatdauntme.ipestere dmyfatheruntilhefinallyfoundascubaclassinbuffalo,newyork,ri ghtacrosstheborderfromwherewelive.andiactuallygotcertifiedi napoolataymcainthedeadofwinterinbuffalo,newyork.andididn’t seetheocean,arealocean,foranothertwoyears,untilwemovedtocal ifornia.sincethen,intheintervening40years,i’vespentabout3,000hours underwater,and500hoursofthatwasinsubmersibles.andi’velearn edthatthatdeep-oceanenvironment,andeventheshallowoceans,are sorichwithamazinglifethatreallyisbeyondourimagination.natur e’simaginationissoboundlesscomparedtoourownmeagerhumanimag ination.istill,tothisday,standinabsoluteaweofwhatiseewhenim akethesedives.andmyloveaffairwiththeoceanisongoing,andjusta sstrongasiteverwas.butwhenichoseacareerasanadult,itwasfilmmaking.andthatseemed tobethebestwaytoreconcilethisurgeihadtotellstorieswithmyurg estocreateimages.andiwas,asakid,constantlydrawingcomicbooks ,andsoon.so,filmmakingwasthewaytoputpicturesandstoriestogether,andthatmadesense.andofcoursethestoriesthatichosetotellw eresciencefictionstories:”terminator,”“aliens”and”thea byss.”andwith”theabyss,”iwasputtingtogethermyloveofunder wateranddivingwithfilmmaking.so,youknow,mergingthetwopassio ns.somethinginterestingcameoutof”theabyss,”whichwasthattosol veaspecificnarrativeproblemonthatfilm,whichwastocreatethisk indofliquidwatercreature,weactuallyembracedcomputergenerate danimation,cg.andthisresultedinthefirstsoft-surfacecharacte r,cganimationthatwaseverinamovie.andeventhoughthefilmdidn’tmakeanymoney--barelybrokeeven,ishouldsay--iwitnessedsometh ingamazing,whichisthattheaudience,theglobalaudience,wasmesm erizedbythisapparentmagic.youknow,it’sarthurclarke’slawthatanysufficientlyadvancedt echnologyisindistinguishablefrommagic.theywereseeingsomethi ngmagical.andsothatgotmeveryexcited.andithought,”wow,thisi ssomethingthatneedstobeembracedintothecinematicart.”so,wit h”terminator2,”whichwasmynextfilm,wetookthatmuchfarther.w orkingwithilm,wecreatedtheliquidmetaldudeinthatfilm.thesucc esshunginthebalanceonwhetherthateffectwouldwork.anditdid,andwecreatedmagicagain,andwehadthesameresultwithanaudience--a lthoughwedidmakealittlemoremoneyonthatone.so,drawingalinethroughthosetwodotsofexperiencecameto,”this isgoingtobeawholenewworld,”thiswasawholenewworldofcreativi tyforfilmartists.so,istartedacompanywithstanwinston,mygoodf riendstanwinston,whoisthepremiermake-upandcreaturedesignera tthattime,anditwascalleddigitaldomain.andtheconceptofthecom panywasthatwewouldleapfrogpasttheanalogprocessesofopticalpr intersandsoon,andwewouldgorighttodigitalproduction.andweact uallydidthatanditgaveusacompetitiveadvantageforawhile.butwefoundourselveslagginginthemid’90sinthecreatureandchar acterdesignstuffthatwehadactuallyfoundedthecompanytodo.so,i wrotethispiececalled”avatar,”whichwasmeanttoabsolutelypus htheenvelopeofvisualeffects,ofcgeffects,beyond,withrealisti chumanemotivecharactersgeneratedincg,andthemaincharacterswo uldallbeincg,andtheworldwouldbeincg.andtheenvelopepushedbac k,andiwastoldbythefolksatmycompanythatweweren’tgoingtobeab letodothisforawhile.so,ishelvedit,andimadethisothermovieaboutabigshipthatsinks.(laughter)youknow,iwentandpitchedittothestudioas”‘romeoan djuliet’onaship:”it’sgoingtobethisepicromance,passionate film.”secretly,whatiwantedtodowasiwantedtodivetotherealwre ckof”titanic.”andthat’swhyimadethemovie.(applause)andtha t’sthetruth.now,thestudiodidn’tknowthat.buticonvincedthem .isaid,”we’regoingtodivetothewreck.we’regoingtofilmitfor real.we’llbeusingitintheopeningofthefilm.itwillbereallyimp ortant.itwillbeagreatmarketinghook.”anditalkedthemintofund inganexpedition.(laughter)soundscrazy.butthisgoesbacktothatthemeaboutyourimaginationc reatingareality.becauseweactuallycreatedarealitywheresixmon thslater,ifindmyselfinarussiansubmersibletwoandahalfmilesdo wninthenorthatlantic,lookingattherealtitanicthroughaviewpor t.notamovie,nothd--forreal.(applause)now,thatblewmymind.andittookalotofpreparation,wehadtobuildc amerasandlightsandallkindsofthings.but,itstruckmehowmuchthi sdive,thesedeepdives,waslikeaspacemission.youknow,whereitwa shighlytechnical,anditrequiredenormousplanning.yougetinthis capsule,yougodowntothisdarkhostileenvironmentwherethereisno hopeofrescueifyoucan’tgetbackbyyourself.andithoughtlike,”wow.i’mlike,livinginasciencefictionmovie.thisisreallycool.”andso,ireallygotbittenbythebugofdeep-oceanexploration.ofcou rse,thecuriosity,thesciencecomponentofit--itwaseverything.i twasadventure,itwascuriosity,itwasimagination.anditwasanexp eriencethathollywoodcouldn’tgiveme.because,youknow,icouldi magineacreatureandwecouldcreateavisualeffectforit.buticould n’timaginewhatiwasseeingoutthatwindow.aswedidsomeofoursubs equentexpeditions,iwasseeingcreaturesathydrothermalventsand sometimesthingsthatihadneverseenbefore,sometimesthingsthatn oonehadseenbefore,thatactuallywerenotdescribedbyscienceatth etimethatwesawthemandimagedthem.so,iwascompletelysmittenbythis,andhadtodomore.andso,iactual lymadeakindofcuriousdecision.afterthesuccessof”titanic,”i said,”ok,i’mgoingtoparkmydayjobasahollywoodmoviemaker,and i’mgoingtogobeafull-timeexplorerforawhile.”andso,westarte dplanningtheseexpeditions.andwewoundupgoingtothebismark,and exploringitwithroboticvehicles.wewentbacktothetitanicwreck. wetooklittlebotsthatwehadcreatedthatspooledafiberoptic.andt heideawastogoinanddoaninteriorsurveyofthatship,whichhadneverbeendone.nobodyhadeverlookedinsidethewreck.theydidn’thave themeanstodoit,sowecreatedtechnologytodoit.so,youknow,hereiamnow,onthedeckoftitanic,sittinginasubmersi ble,andlookingoutatplanksthatlookmuchlikethis,whereiknewtha tthebandhadplayed.andi’mflyingalittleroboticvehiclethrough thecorridoroftheship.whenisay,”i’moperatingit,”butmymind isinthevehicle.ifeltlikeiwasphysicallypresentinsidetheshipw reckoftitanic.anditwasthemostsurrealkindofdejavuexperiencei ’veeverhad,becauseiwouldknowbeforeiturnedacornerwhatwasgoi ngtobetherebeforethelightsofthevehicleactuallyrevealedit,be causeihadwalkedthesetformonthswhenweweremakingthemovie.andt hesetwasbasedasanexactreplicaontheblueprintsoftheship.so,itwasthisabsolutelyremarkableexperience.anditreallymadem erealizethatthetelepresenceexperience--thatyouactuallycanha vetheseroboticavatars,thenyourconsciousnessisinjectedintoth evehicle,intothisotherformofexistence.itwasreally,reallyqui teprofound.anditmaybealittlebitofaglimpseastowhatmightbehap peningsomedecadesoutaswestarttohavecyborgbodiesforexplorati onorforothermeansinmanysortofpost-humanfuturesthaticanimagi ne,asasciencefictionfan.so,havingdonetheseexpeditions,andreallybeginningtoappreciat ewhatwasdownthere,suchasatthedeepoceanventswherewehadthesea mazing,amazinganimals--they’rebasicallyaliensrighthereonea rth.theyliveinanenvironmentofchemosynthesis.theydon’tsurvi veonsunlight-basedsystemthewaywedo.andso,you’reseeinganima lsthatarelivingnexttoa500-degree-centigradewaterplumes.yout hinktheycan’tpossiblyexist.atthesametimeiwasgettingveryinterestedinspacescienceaswell--again,it’sthesciencefictioninfluence,asakid.andiwoundupge ttinginvolvedwiththespacecommunity,reallyinvolvedwithnasa,s ittingonthenasaadvisoryboard,planningactualspacemissions,go ingtorussia,goingthroughthepre-cosmonautbiomedicalprotocols ,andallthesesortsofthings,toactuallygoandflytotheinternatio nalspacestationwithour3dcamerasystems.andthiswasfascinating .butwhatiwoundupdoingwasbringingspacescientistswithusintoth edeep.andtakingthemdownsothattheyhadaccess--astrobiologists ,planetaryscientists,peoplewhowereinterestedintheseextremee nvironments--takingthemdowntothevents,andlettingthemsee,and takesamplesandtestinstruments,andsoon.so,hereweweremakingdocumentaryfilms,butactuallydoingscience ,andactuallydoingspacescience.i’dcompletelyclosedtheloopbe tweenbeingthesciencefictionfan,youknow,asakid,anddoingthiss tuffforreal.andyouknow,alongthewayinthisjourneyofdiscovery, ilearnedalot.ilearnedalotaboutscience.butialsolearnedalotab outleadership.nowyouthinkdirectorhasgottobealeader,leaderof ,captainoftheship,andallthatsortofthing.ididn’treallylearnaboutleadershipuntilididtheseexpeditions .becauseihadto,atacertainpoint,say,”whatamidoingouthere?wh yamidoingthis?whatdoigetoutofit?”wedon’tmakemoneyatthesed amnshows.webarelybreakeven.thereisnofameinit.peoplesortofth inkiwentawaybetween”titanic”and”avatar”andwasbuffingmyn ailssomeplace,sittingatthebeach.madeallthesefilms,madeallth esedocumentaryfilmsforaverylimitedaudience.nofame,noglory,nomoney.whatareyoudoing?you’redoingitforthe taskitself,forthechallenge--andtheoceanisthemostchallenging environmentthereis--forthethrillofdiscovery,andforthatstran gebondthathappenswhenasmallgroupofpeopleformatightlyknittea m.becausewewoulddothesethingswith10,12people,workingforyear satatime,sometimesatseafortwo,threemonthsatatime.andinthatbond,yourealizethatthemostimportantthingistherespe ctthatyouhaveforthemandthattheyhaveforyou,thatyou’vedoneat askthatyoucan’texplaintosomeoneelse.whenyoucomebacktothesh oreandyousay,”wehadtodothis,andthefiberoptic,andtheattentu ation,andthethisandthethat,allthetechnologyofit,andthediffi culty,thehuman-performanceaspectsofworkingatsea,”youcan’t explainittopeople.it’sthatthingthatmaybecopshave,orpeoplei ncombatthathavegonethroughsomethingtogetherandtheyknowtheyc anneverexplainit.createsabond,createsabondofrespect.so,whenicamebacktomakemynextmovie,whichwas”avatar,”itried toapplythatsameprincipleofleadership,whichisthatyourespecty ourteam,andyouearntheirrespectinreturn.anditreallychangedth edynamic.so,hereiwasagainwithasmallteam,inunchartedterritor y,doing”avatar,”comingupwithnewtechnologythatdidn’texist before.tremendouslyexciting.tremendouslychallenging.andwebe cameafamily,overafour-and-halfyearperiod.anditcompletelycha ngedhowidomovies.so,peoplehavecommentedonhow,”well,youknow ,youbroughtbacktheoceanorganismsandputthemontheplanetofpand ora.”tome,itwasmoreofafundamentalwayofdoingbusiness,thepro cessitself,thatchangedasaresultofthat.so,whatcanwesynthesizeoutofallthis?youknow,whatarethelesson slearned?well,ithinknumberoneiscuriosity.it’sthemostpowerf ulthingyouown.imaginationisaforcethatcanactuallymanifestare ality.andtherespectofyourteamismoreimportantthanallthelaure lsintheworld.ihaveyoungfilmmakerscomeuptomeandsay,”givemes omeadvicefordoingthis.”andisay,”don’tputlimitationsonyou rself.otherpeoplewilldothatforyou--don’tdoittoyourself,don ’tbetagainstyourself,andtakerisks.”nasahasthisphrasethattheylike:”failureisnotanoption.”butf ailurehastobeanoptioninartandinexploration,becauseit’salea poffaith.andnoimportantendeavorthatrequiredinnovationwasdon ewithoutrisk.youhavetobewillingtotakethoserisks.so,that’st hethoughtiwouldleaveyouwith,isthatinwhateveryou’redoing,fa ilureisanoption,butfearisnot.thankyou.(applause)译文、我是看科幻小说长大的。
《物流英语》习题答案
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第一单元物流概述听力材料:Ⅰ. Listen to the sentences and fill in the blanks with what you exactly heard.1. Logistics is a hot topic in China and the whole world.2. Logistics is a discipline worthy of attracting the best and the brightest peoplefrom all walks of life.3. Our work is mainly to move goods and information at the lowest possiblecost.4. Modern logistics is related to the efficient flow of materials and information.5. The overall goal of logistics is to achieve a targeted level of customer serviceat the lowest possible total cost.Ⅱ. Listen to the dialogues and fill in the blanks with what you exactly heard.1. A: The development of logistics can date back to ancient times in China.B: Really? Could you give me an example?A: Of course. In the Three Kingdom Period, Zhuge Liang invented wooden horses to transport food for his army.B: It is so amazing!2. A: I’m a little nervous about the interview.B: Please be relaxed. You are always very good!A: Will they recruit(招聘)only male staff?B: I don’t think so. Successful organizations are recruiting a variety of peoplefor their logistics management positions because diversity gives them anedge in the highly competitive global marketplace.Ⅲ. Listen to the passage and fill in the blanks with what you exactly heard, the first letters have been given.Many businesses that deal with supply of goods or services have their own logistics department. For example, a company supplying motor cars around the world will have a logistics team. The manager will oversee the process from the point of origin to the point of consumption. The team will deal with the acquisitionof cars from the customers as well as the delivery of parts and materials from suppliers. The suppliers and customers may be located in different countries.课后习题:Text 1Ⅰ.1. B2. D3. A4. C5.BⅡ.1. F2. F3. T4. T5. FⅢ.1. refers2. control3. inventories4. financial5. minimum6. combination7. achieved8. requirementsⅣ.1. modern logistics2. containerization techniques3. raw materials4. in-process inventory5. finished goodsⅤ.1.物流涉及订单管理、包装、运输、仓储管理、物料搬运等。
战略管理第五章 战略与竞争优势中英文
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战略与竞争优势 strategy and competitive advantage
成功的业务战略就是积极地去影响你所参与的游戏, 而不是仅仅是参与您所能够发现的游戏.
亚当.M.布兰登博格和巴里.J.奈尔巴夫 Successful business strategy is about actively shaping the game you play ,not just playing the game you find . 战略的核心在于以快于竞争对手模仿您今天所采取的战略 的速度为自己创造明天的优势. 加利.哈默尔和C.K.普拉哈拉德 T he essence of strategy lies in creating tomorrow’s competitive advantages faster than competitors mimic the ones you possess today.
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取得成本优势的途径ways to achieve a cost advantage
► 比竞争对手更有效地完成内部价值链活动,更好地
管理可能会降低价值链活动的成本的因素. ► 改造公司的价值链,完全忽略一些高成本的价值链 活动. ► Do a better job than rivals of performing internal value chain activities efficiently and of managing the factors that can drive down the costs of value chain activities. ► Revamp the firm’s value chain to bypass some cost –producing activities altogether.
Chapter 6 Creating competitive advantage
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Serving less-attractive segments or lead to more product differentiation
Chapter 6 Creating competitive advantage
Competitive advantages
•An advantage over competitors gained by offering consumers greater value, either through lower prices or by providing more benefits that justify higher prices
3) Focus
•Company focuses its effort on serving a few market segments well rather than going after the whole market
Competitor analysis
The process of identifying, assessing, and selecting key competitors
Competitive marketing strategies
Strategies that strongly position the company against competitors and that give the company the strongest possible strategic advantage
创新的重要性英语作文
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创新的重要性英语作文Title: The Significance of Innovation。
In today's rapidly evolving world, innovation stands as a cornerstone for progress and success. Its importance reverberates across industries, driving growth, enhancing efficiency, and fostering creativity. Innovation isn't merely about groundbreaking inventions; it encompasses a mindset, a culture of forward-thinking, problem-solving, and adaptation. This essay delves into the multifaceted significance of innovation in shaping our present and future.Firstly, innovation fuels economic development. Throughout history, economies that embrace innovation have surged ahead, leaving behind those resistant to change. Innovation spawns new industries, creates jobs, and stimulates investment. Take the technology sector, for instance. Companies like Apple, Google, and Amazon have revolutionized the way we live, work, and communicatethrough their innovative products and services. These innovations not only generate substantial revenue but also ripple effects throughout the economy, driving growth in ancillary sectors.Moreover, innovation drives societal progress. From healthcare to education, innovative solutions have thepower to tackle some of the most pressing challenges facing humanity. In healthcare, advancements in medical technology, pharmaceuticals, and treatment methodologies have extended lifespans, improved quality of life, and enhanced accessibility to healthcare services. Similarly, in education, innovative approaches such as online learning platforms, adaptive learning systems, and gamifiededucation tools have transformed the learning experience, making education more engaging, personalized, andaccessible to learners worldwide.Furthermore, innovation fosters environmental sustainability. With the looming threat of climate change and resource depletion, innovation plays a pivotal role in developing sustainable solutions. Renewable energytechnologies like solar, wind, and hydroelectric poweroffer alternatives to fossil fuels, reducing greenhouse gas emissions and mitigating climate change. Similarly, innovations in waste management, recycling, and circular economy practices help minimize environmental degradation and promote resource efficiency. The shift towards sustainable innovation not only benefits the environment but also presents lucrative opportunities for businesses operating in the green economy.In addition, innovation drives competitive advantage. In today's hyper-competitive global marketplace, companies that fail to innovate risk obsolescence. Innovation enables organizations to differentiate their products and services, adapt to changing consumer preferences, and stay ahead of competitors. Companies like Tesla in the automotiveindustry and Netflix in the entertainment industry have disrupted traditional markets through their innovative business models and customer-centric approaches. By continuously innovating, companies can maintain relevance, attract top talent, and sustain long-term growth.Furthermore, innovation spurs cultural and artistic expression. From literature to music to visual arts, innovation has always been at the heart of creative endeavors. Whether it's experimenting with new artistic techniques, exploring unconventional themes, or pushing the boundaries of traditional art forms, innovation drives artistic evolution and enriches cultural heritage. For example, the advent of digital art and virtual reality has opened up new frontiers for artists, offering novel ways to create, experience, and interact with art.In conclusion, innovation permeates every facet of our lives, driving progress, prosperity, and creativity. Its importance cannot be overstated, as it shapes the way we live, work, and interact with the world around us. Embracing a culture of innovation is not only essential for individual success but also for the collective advancement of society. As we navigate the complexities of the 21st century, fostering innovation must remain a priority, ensuring a brighter and more sustainable future for generations to come.。
关于超市管理系统的外国参考书籍
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随着社会经济的不断发展,超市作为一种新型的商业形态,已经成为了人们日常生活中不可或缺的一部分。
超市管理系统作为支持超市运营的重要工具,也在不断发展和完善中。
本文将为您介绍一些外国参考书籍,帮助对超市管理系统感兴趣的读者更加深入地了解和学习这一领域的知识。
一、《Ret本人l Management: A Strategic Approach》该书由Barry R. Berman, Joel R. Evans和Patrali Chatterjee等人联合撰写,着重介绍了零售管理的战略性方法。
其内容包括零售市场的结构与发展趋势、零售管理决策的环境因素、商品管理、价格管理、促销与广告、渠道管理、顾客关系管理等诸多方面。
本书对超市管理系统的理论与实践进行了深入的探讨和阐述,为读者提供了丰富的基础知识。
二、《Supermarket Management》该书由Leigh Sparks和John Dawson合著,内容涵盖了超市管理的方方面面。
从超市的运营模式、商品采购管理、库存控制、促销活动策划到超市营销、服务质量与顾客满意度等方面进行了详细的分析和讨论。
书中还包含了许多实用的案例分析和管理经验,可以帮助读者更好地掌握超市管理系统的核心要点。
三、《The Supermarket Handbook》该书由David Grayson和Clive Harris合著,对超市管理系统的各个环节进行了系统的介绍与分析。
书中内容涵盖了超市业态的发展历程、超市营销策略、供应链管理、库存控制、员工管理与培训、食品安全与卫生、电子商务与信息技术在超市管理中的应用等多个方面。
该书风格简洁明了、论述清晰,适合作为超市管理系统相关课程的教材或参考书。
四、《Marketing Management in Ret本人ling: The US Experience》该书由John Dawson和Leigh Sparks合著,主要以美国零售业为背景,介绍了零售行业的发展与变革、零售市场环境分析、零售商业模式创新、零售品牌建设与推广等内容。
目标 方向 策略 路径 方法论
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目标方向策略路径方法论1.我们的目标是成为市场领导者。
Our goal is to become the market leader.2.我们的方向是朝着多元化发展。
Our direction is towards diversification.3.我们的策略是通过创新来取得竞争优势。
Our strategy is to gain competitive advantage through innovation.4.我们的路径是不断探索新的商业机会。
Our path is to constantly explore new business opportunities.5.我们的方法论是以客户为中心,不断提升用户体验。
Our methodology is to focus on the customer and constantly improve user experience.6.我们的目标是在未来五年内实现双倍增长。
Our goal is to achieve double growth in the next five years.7.我们的方向是朝着可持续发展的方向前行。
Our direction is towards sustainable development.8.我们的策略是通过并购来扩大市场份额。
Our strategy is to expand market share through mergers and acquisitions.9.我们的路径是通过开拓新市场来拓展业务。
Our path is to expand our business by exploring new markets.10.我们的方法论是建立有效的营销渠道,提升品牌影响力。
Our methodology is to establish effective marketing channels and enhance brand influence.11.我们的目标是提高员工的绩效水平。
产品深度的名词解释英语
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产品深度的名词解释英语Product Depth: An In-depth Explanation in EnglishIntroductionIn the world of business and marketing, terminology plays a vital role in effective communication. One such term is "product depth," which refers to the extent or range of products offered by a company within a specific category or line. This article aims to provide a comprehensive explanation of the concept of product depth, exploring its significance in marketing strategies, consumer behavior, and overall business growth.Defining Product DepthProduct depth can be defined as the number of variations or options available within a specific product line. It reflects the diversity and choices offered by a company for a particular product category. For instance, a smartphone company might have different models with varying specifications (e.g., different storage capacities or screen sizes), each representing a different depth within their product line.Importance of Product Depth1. Meeting Diverse Customer NeedsProduct depth is crucial for catering to the diverse needs and preferences of customers. Consumers have different requirements and tastes, and by providing a wide range of options within a product line, companies can capture a larger market share. This strategy ensures that customers can find a product that aligns perfectly with their desires, enhancing their satisfaction and loyalty towards the brand.2. Competitive AdvantageIn a competitive market, product depth serves as a differentiating factor for companies. It allows them to stand out among their competitors by offering a more extensive range of choices. This gives companies an edge, as it attracts customers whoseek variety and personalization. By leveraging product depth, businesses can position themselves as leaders in the market and gain a competitive advantage.Consumer Behavior and Product DepthProduct depth influences consumer behavior in several ways:1. Decision Making ProcessA wide product depth can be overwhelming for customers during their decision-making process. With numerous options available, customers may face a paradox of choice, making it difficult for them to select the most suitable product. Companies need to invest in effective marketing communication and product differentiation to guide customers towards making informed choices.2. Brand LoyaltyProduct depth enables companies to build strong brand loyalty by offering a comprehensive range of products. When customers find multiple options within a brand that consistently meet their needs, they are more likely to develop a sense of trust and loyalty towards that brand. By nurturing customer loyalty, companies can ensure repeat purchases, brand advocacy, and long-term business growth.Product Depth and Business GrowthProduct depth plays a crucial role in driving business growth:1. Expansion of Market ShareBy offering a wide variety of products within a specific category, a company can expand its market share. Through product depth, businesses can attract different customer segments and cater to their specific requirements. This broadens the customer base and increases revenue potential, thereby promoting business growth.2. Upselling and Cross-selling OpportunitiesProduct depth allows companies to leverage upselling and cross-selling techniques effectively. When customers are presented with various options within a product line, it becomes easier for businesses to upsell higher-priced products with additional features. Cross-selling, on the other hand, involves recommending related products to customers based on their original purchase, further enhancing sales and revenue.ConclusionIn conclusion, product depth refers to the range and variations offered within a specific product line. It plays a pivotal role in meeting customer needs, gaining a competitive advantage, influencing consumer behavior, and driving business growth. By understanding the significance of product depth, companies can develop effective marketing strategies, enhance customer satisfaction, and ultimately thrive in the dynamic business landscape.。
技术与竞争优势【外文翻译】
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外文翻译原文Technology and Competitive AdvantageMaterial Source: 《Competitive Advantage》Author:Michael E.Porter Technological change is one of the principal drivers of competition. It plays a major role in industry structural change, as well as in creating new industries. It is also a great equalizer, eroding the competitive advantage of even well-entrenched firms and propelling others to the forefront. Many of today's great firms grew out of technological changes that they were able to exploit. Of all the things that can change the rules of competition, technological change is among the most prominent.Despite its importance, however, the relationship between technological change and competition is widely misunderstood. Technological change tends to be viewed as valuable for its own sake-any technological modification a firm can pioneer is believed to be good. Competing in "high technology" industries is widely perceived as being a ticket to profitability, while other industries that are "low-technology" are viewed with disdain. The recent success of foreign competition, much of it based on technological innovation, has encouraged companies even more to invest in technology, in some cases uncritically.Technological change is not important for its own sake, but is important if it affects competitive advantage and industry structure. Not all technological change is strategically beneficial; it may worsen a firm's competitive position and industry attractiveness. High technology does not guarantee profitability. Indeed, many high-technology industries are much less profitable than some "low-technology" industries due to their unfavorable structures.Technology, however, pervades a firm's value chain and extends beyond those technologies associated directly with the product. There is, in fact, no such thing as a low technology industry if one takes this broader view. Viewing any industry as technologically mature often leads to strategic disaster. Moreover, many important innovations for competitive advantage are mundane and involve no scientific breakthroughs. Innovation can have important strategic implications for low tech as well as hi tech companies.Technology and CompetitionAny firm involves a large number of technologies. Everything a firm does involve technology of some sort, despite the fact that one or more technologies may appear to dominate the product or the production process. The significance of a technology for competition is not a function of its scientific merit or its prominence in the physical product. Any of the technologies involved in a firm cam have a significant impact on competition. A technology is important for competition if it significantly affects a firm's competitive advantage or industry structure.Technology and Competitive AdvantageTechnology affects competitive advantage if it has a significant role in determining relative cost position or differentiation. Since technology is embodied in every value activity and is involved in achieving linkages among activities, it can have a powerful effect on both cost and differentiation. Technology will affect cost or differentiation if it influences the cost drivers or drivers of uniqueness of value activities described in a value in Chapters 3 and 4. The technology that can be employed in a value activity is often the result of other drivers, such as scale, timing, or interrelationships. For example, scale automatic assembly equipment, while early timing allows high-speed allowed some electric utilities to harness hydropower while sites were available. In these instances technology is not the source of competitive advantage, but rather an outcome of other advantages. However, the technology employed in a value activity is frequently itself a driver when it reflects a policy choice made independently of other drivers. A firm that can discover a better technology for performing an activity than its competitors thus gains competitive advantage.In addition to affecting cost or differentiation in its own right, technology affects competitive advantage through changing or influencing the other drivers of cost or uniqueness. Technological development can raise or lower scale economies, make interrelationships possible where they were not before, create the opportunity for advantages in timing, and influence nearly any of the other drivers of cost or uniqueness. Thus a firm can use technological development to alter drivers in a way that favor it, or to be the first and perhaps only firm to exploit a particular driver.Tests of a Desirable Technological ChangeThe link between technological change and competitive advantage suggests a number of tests for a desirable direction of technological change. Technological change by a firm will lead to sustainable competitive advantage under the followingcircumstances:The technological change itself lowers cost or enhances differentia-lion and the firm's technological lead is sustainable. A technological change enhances competitive advantage if it leads to lower cost or differentiation and can be protected from imitation. The factors that determine the sustainability of a technological lead are described below.The technological change shifts cost or uniqueness drivers in favor of a firm. Changing the technology of a value activity, or changing the product in ways that affect a value activity, can influence the drivers of cost or uniqueness in that activity. Even if the technological change is imitated, therefore, it will lead to a competitive advantage for a firm if it skews drivers in the firm's favor. For example, a new assembly process that is more scale-sensitive than the previous process will benefit a large-share firm that pioneers it even if competitors eventually adopt the technology.Pioneering the technological change translates into first-mover advantages besides those inherent in the technology itself. Even if an innovator is imitated, pioneering may lead to a variety of potential first-mover advantages in cost or differentiations that remain after its technological lead is gone. First-mover advantages and disadvantages are identified below.The technological change improves overall industry structure. A technological change that improves overall industry structure is desirable even if it is easily copied.Technological change that fails these tests will not improve a firm's competitive position, though it may represent a substantial technological accomplishment. Technological change will destroy competitive advantage if it not only fails the tests but has the opposite effect contemplated in the tests, such as skewing cost or uniqueness drivers in favor of competitors. A firm may also find itself in the situation where a technological change may meet one test but worsen a firm's position via another.Technological EvolutionSince technological change has such a powerful role in competition, forecasting the path of technological evolution is extremely important to allow a firm to anticipate technological changes and thereby improve its position. Most research on how technology evolves in an industry has grown out of the product life cycle concept. According to the life cycle model, technological change early in the life cycle is focused on product innovations, while the manufacturing process remainsflexible. As an industry matures, product designs begin to change more slowly and mass production techniques are introduced. Process innovation takes over from product innovation as the primary form of technological activity, with the aim of reducing the cost of an increasingly standardized product. Finally, all innovation slows down in later maturity and declines as investments in the various technologies in the industry reach the point of diminishing returns.The product life cycle model has been refined by the work of Abernathy and Utterback. Initially, in their framework, product design is fluid and substantial product variety is present. Product innovation is the dominant mode of innovation, and aims primarily at improving product performance instead of lowering cost. Successive product innovations ultimately yield a "dominant design" where the optimal product configuration is reached. As product design stabilizes, however, increasingly automated production methods are employed, and process innovation takes over as the dominant innovative mode to lower costs. Ultimately, innovation of both types begins to slow down. Recently, the concept of "dematurity" has been added to the Abernathy framework to recognize the possibility that major technological changes can throw an industry back into a fluid state.While these hypotheses about the evolution of technology in an industry are an accurate portrayal of the process in some industries, the pattern does not apply in every industry. In industries with undifferentiated products (e.g., minerals, many chemicals), the sequence of product innovations culminating in a dominant design does not take place at all or takes place very quickly. In other industries (e.g., military and commercial aircraft, large turbine generators), automated mass production is never achieved and most innovation is product-oriented. Technology evolves differently in every industry, just as other industry characteristics do. The pattern of technological evolution is the result of a number of characteristics of an industry, and must be understood in the context of overall industry structural evolution. Innovation is both a response to incentives created by the overall industry structure and a shaper of that structure.Technological evolution in an industry results from the interaction of a number of forces:●Scale change. As firm and industry scale increase, new product and process technologies may become feasible.●Learning. Firms learn about product design and how to perform various value activities over time with resulting changes in the technology employed.●Uncertainty reduction and imitation. There are natural pressures for standardization as firms learn more about what buyers want and imitate each other.●Technology diffusion. Technology is diffused through a variety of mechanisms described earlier.●Diminishing returns to technological innovation in value activities. Technologies may reach limits beyond which further improvement is difficult.The product life cycle pattern of technological evolution would result if these forces interacted in the following way. Through successive product innovation and imitation, the uncertainty about appropriate product characteristics is reduced and a dominant design emerges. Growing scale makes mass production feasible, reinforced by the growing product standardization. Technological diffusion eliminates product differences and compels process innovation by firms in order to remain cost competitive. Ultimately, diminishing returns to process innovation set in, reducing innovative activity altogetherWhether the life cycle pattern of technological innovation or some other pattern will occur in a particular industry will depend on some particular industry characteristics:Intrinsic Ability to Physically Differentiate. A product that can be physically differentiated, such as an automobile or machine tool, allows many possible designs and features. A less differentiable product will standardize quickly and other forms of technological activity will be dominant.Segmentation of Buyer Needs. Where buyer needs differ substantially; competitors may introduce more and more specialized designs over time to serve different segments.Scale and Learning Sensitivity. The extent to which the industry technologies are scale- or learning-sensitive relative to industry size will influence the pressure for standardization. High scale economies will create pressure over time for standardization despite segmented buyer needs, while low scale economies will promote the flowering of product varieties.Technological Linkage among Value Activities. The technologies in the product and in value activities are often linked. Changing one subtechnology in the product often requires changing others, for example, while changing the production process alters the needs in inbound and outbound logistics. Technological linkages among value activities will imply that changes in one activity will beget or be affected by technology changes in others, affecting the pattern of technological change.Substitution Logic. The pressure from substitutes (Chapter 8) is an important determinant of the pattern of technological evolution. Whether substitutes are threatening based on cost or differentiation will lead to a corresponding emphasis in technological change. For example, the initial challenge for disposable diapers was to bring their cost into proximity with those of cloth diapers and diaper services. A great deal of early innovation was in manufacturing methods.Technological Limits. Some technologies offer much richer possibilities for cost or performance improvement than others. In products like commercial aircraft and semiconductors, for example, diminishing returns from efforts at product innovation come relatively slowly. The technological limits in the various technologies and subtechnologies in the value chain will thus affect the path of technological change.Sources of Technology. A final industry characteristic that shapes the pattern of technological change is the source of the technologies employed in the industry. The path of technological change is usually more predictable when industry-specific technologies are dominant, and the impact of technologies emanating from outside the industry is small.Formulating Technological StrategyThe concepts in this chapter suggest a number of analytical steps in formulating technological strategy in order to turn technology into a competitive weapon rather than a scientific curiosity.1. Identify all the distinct technologies and subtechnologies in the value chain. Every value activity involves one or more technologies. The starting point in formulating technological strategy is to identify all the technologies and subtechnologies, no matter how mundane that is employed either by the firm or its competitors. In addition, a firm must gain a similar if not as deep understanding of the technologies in its suppliers' and buyers' value chains, which often are interdependent with its own. Firms often focus on product technology or on technology in the basic manufacturing operation. They ignore technologies in other value activities, and pay little attention to the technology for developing technology2. Identify potentially relevant technologies in other industries or under scientific development. Often technologies come from outside an industry and such technologies can be a source of discontinuous change and competitive disruption in an industry. Each value activity must be examined to see if outside technologies are present that might be applicable. Information systems, new materials, andelectronics should always be investigated thoroughly. All three are having a revolutionary impact in creating new technologies or allowing new technological combinations of old technologies.3. Determine the likely path of change of key technologies. A firm must assess the likely direction of technological change in each value activity and in buyer and supplier value chains, including technologies whose sources are unrelated to the industry. No technology should be assumed to be mature. Subtechnologies of it may be changing or maturity may be only a sign of little effort at technological innovation.4. Determine which technologies and potential technological changes are most significant for competitive advantage and industry structure. Not all the technologies in the value chain will have significance for competition. The significant technological changes are those that meet the four tests described in this chapter:●Create a sustainable competitive advantage themselves●Shift cost or uniqueness drivers in favor of a firm●Lead to first-mover advantages●Improve overall industry structureA firm must isolate these technologies, and understand how they will affect cost, differentiation, or industry structure. Supplier and buyer technologies are often among the most important in this respect. Critical technologies will be those with a major effect on cost or differentiation, and where a technological lead is sustainable.5. Assess a firm's relative capabilities in important technologies and the cost of making improvements.A firm must know its relative strengths in key technologies, as well as make a realistic assessment of its ability to keep up with technological change. Considerations of pride should not obscure such an assessment or a firm will squander resources is an area in which it has little hope of contributing to its competitive advantage.6. Select a technology strategy, encompassing all important technologies, that reinforces the firm's overall competitive strategy. Technology strategy must reinforce the competitive advantage a firm is seeking to achieve and sustain. The most important technologies for competitive advantage-are those where a firm can sustain its lead, where drivers of cost or differentiation are skewed in its favor, or where the technology will translate into first-mover advantages. As described earlier, firms can do a lot to reinforce advantages gained through technology through investments in other areas.Included in a firm's technological strategy should be the following:● A ranking of R&D projects that reflects their significance for competitive advantage. No project should be approved without a rationale describing its effect on cost and/or differentiation.●Choices about technological leadership or followership in important technologies.●Policies toward licensing that enhance overall competitive position rather than reflect short-term profit pressures.●Means of obtaining needed technology externally, if necessary, through licenses or otherwise.7. Reinforce business unit technology strategies at the corporate level.While technology is ultimately linked to individual business units, a diversified firm can play two key roles to strengthen its overall technological position. The first is to assist in monitoring technologies for possible business unit impacts. A corporate group can usefully invest in identifying and analyzing all streams of technology that might have wide impact, and then feed that information to business units. A corporate role in monitoring such technologies as information systems, office automation, factory automation, materials, and biotechnology is often highly desirable.The second key corporate role in technological strategy is in finding, exploiting, and creating technological interrelationships among business units. A business unit can gain competitive advantage if it can exploit technological interrelationships with others, as Chapter 9 describes in some detail.The following specific actions at the corporate, sector, or group level can strengthen a firm's overall technological position:●Identify core technologies for the corporation that impact many units.●Ensure that active and coordinated research efforts are underway, and that technology migrates among business units.●Fund corporate research in important technologies to create a critical mass of knowledge and people.●Use acquisitions or joint ventures to introduce new technological skills to the corporation, or to invigorate existing skills.译文技术与竞争优势资料来源:《竞争优势》作者:迈克尔·波特技术变革是竞争的主要驱动力之一,在产业结构变化以及新兴产业创造方面发挥着重大作用。
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Exploring Competitive Advantage throughLean Implementation in the AerospaceSupply ChainValerie Crute, Allan Wickham, Richard Johns and Andrew GravesUK Lean Aerospace Initiative, School of ManagementUniversity of Bath, Bath, United KingdomAbstract. This research paper provides an initial exploration of the factorsinfluencing whether lower tier suppliers gain a competitive advantage throughtheir implementation of Lean manufacturing, and highlights the implicationsfor the aerospace industry and for the SMEs. The research findings indicatedthat the SMEs regarded Lean as a necessity to meet the growing demands oftheir customers and to remain profitable in an increasingly competitiveenvironment. The study concludes that while Lean initiatives have lead tonumerous benefits for the SMEs, the assumption can not be made that Leaninitiatives directly provide sustainable competitive advantage, as this isdependent on a number of complex and interdependent issues.1 IntroductionMany UK aerospace companies are in the process of adopting the lean manufacturing philosophy, developed in the automotive industry by Toyota (1,2). As Lee and Oakes (3) suggest, at the forefront of Lean implementation are the prime aerospace manufacturers whose increasing dependence on outsourcing places significant pressure on the smaller component manufacturers to undergo significant change. Lee and Oakes state, “[as] large companies concentrate on their core activities, the development of alliances and partnerships becomes a key strategic issue and smaller firms struggle to compete on cost, quality and delivery, to maintain a place within a supply chain” (p.197). Many lower-tier suppliers are now attempting to implement Lean practices in their operations (4). Suppliers recognise that they must either develop the capabilities that customers seek or face the possibilities of acquisition or exit from the industry, through diversification or closure. For many SMEs Lean implementation has become ‘a survival issue as well as an improvement issue’ (4). However, while Lean implementation has been shown to provide operational benefits, it is difficult to track the financial benefits associated Please use the following format when citing this chapter:Crute, V., Wickham, A., Johns, R. and Graves, A., 2008, in IFIP International Federation f or Information Processing, Volume 257, Lean Business Systems and Beyond, Tomasz Koch, ed.; (Boston: Springer), pp. 357–364.358 Valerie Crute, Allan Wickham, Richard Johns and Andrew Graveswith these improvements (5) and to identify whether such benefits have provided competitive advantage.The term ‘strategic competitive advantage’ emerged in 1985, when Porter identified types of strategies the firm can implement to gain competitive advantage. He went on to describe that when these advantages are resistant to erosion by competitors’ efforts then firms achieve sustainable competitive advantage (6). This concept of sustained competitive advantage was then further defined by Barney (7), “a firm is said to have a sustained competitive advantage when it is implementing a value creating strategy not simultaneously being implemented by any current or potential competitors and when these other firms are unable to duplicate the benefits of this strategy” (p102). Barney (7,8) argues that the sustainability of competitive advantage depends upon the possibility of duplication by current or future competitors, that is competitive advantage is only sustained if it continues to exist after all the efforts to duplicate the advantage have ceased.However, creating more value than your competitors is not enough unless this difference is recognised by the customer within the marketplace. Coyne (9) reflected this when he stated that “For a producer to enjoy competitive advantage in a product/market segment, the difference or differences between him and his competitors must be felt in the marketplace: that is they must be reflected in some product or delivery attribute that is a key buying criterion for the market” (p.55). Inherent in this definition is the idea that the customer ultimately defines the value of the product.Collis and Montgomery (10) noted that the Lean manufacturing principles of Japanese automobile companies were based on organisational resources embedded in the culture, routines, and processes of a company and as such, they considered Lean to be a source of competitive advantage. However, this may not be the case for SMEs and little attention has been directed to the question “Does Lean implementation give small aerospace suppliers sustainable competitive advantage?”2 Methodology:This research paper provides an initial exploration of the factors influencing whether lower tier suppliers gain a competitive advantage through their implementation of Lean manufacturing, and highlights the implications for the aerospace industry and for the SMEs. The exploratory case study method was chosen due to the lack of current research in the area (11).A “purposive” or “judgemental” sampling method (11,12) was used to identify cases where lean practices had been implemented, operational benefits had been gained and the research could examine the companies’ perspective on competitive advantage. Qualitative semi-structured interviews were completed within three Small Medium Enterprises resulting in an exploratory multi-case study. A number of procedures carried out during data collection ensured the reliability of the findings including the production of an interview protocol ensured repeatability of the research (11). In each of the case studies interviews were completed with the General Manager, Production Manager and Production Engineer or Cell Leader. TheExploring Competitive Advantage through Lean Implementation in the Aerospace359Supply Chain interviews focused on the motivation for Lean implementation; identifying any benefits gained; and the companies’ assessment of competive advantage gained through Lean implementation.The three companies involved in the study were:x Company A - a supplier of highly technical insulations to the aerospace industry, engineering lightweight high temperature thermal insulationsystems for various applications.x Company B - produces high quality and well-priced products to service the aerospace industry, providing expert solutions to machining requirements.x Company C - a modern machine shop producing high precision components and assemblies to the aerospace industry. The company has bothmanufacturing and engineering capabilities.This qualitative method is powerful in that it is often used to generate hypotheses and to identify variables to use in quantitative approaches (13). Future studies can subsequently use a quantitative or positivistic method to test the hypotheses that the exploratory multi-case study proposes.3 Findings and discussion:3.1 Motivation for implementing LeanThe primary motivation for implementing Lean initiatives amongst all the companies interviewed was to gain improvements in Quality, Cost, and Delivery metrics, and the SMEs interviewed regarded Lean as a necessity to meet the growing demands of their customers and to remain profitable in an increasingly competitive environment. Interestingly, all the SMEs interviewed had decided to undergo Lean improvements as part of their own initiative without any coercion or external pressures from customers. There was no assistance or collaborative participation from customers. This suggests that the Lean initiatives undertaken in each company were appropriate to the strategic intent of the business rather than a tactical response to customer demands. It was also clear from the interviews that none of the companies had explicitly linked Lean implementation with gaining competitive advantage and gaining competitive advantage was not a motivating factor for any of the companies at the start of their implementation process.Hamel and Prahalad (14) favour a strategic approach to change. They highlight that business change is inevitable and that the real issue is whether this change will happen in a crisis atmosphere or with consideration and foresight. They advocate change that is made not to mimic competitors but to fit opportunities in the future environment. In this respect, Lean implementation within SMEs within this study was an appropriate strategy for dealing with the change of competitive environment within the aerospace industry.360Valerie Crute, Allan Wickham, Richard Johns and Andrew Graves3.2 Benefits of Lean implementationThe companies reported the following tangible benefits of Lean implementation to their organizations (Table 1).Table 1. Reported tangible benefits of Lean implementation to the organisation TangibleBenefitsCompany A Company B Company CFinancialIncreased profitability Decreased stockholdings. Improved cash flow. Increased profitability. Increased profitabilityOperational 33% reduction in focus partmanufacturing time.Less effort findingequipment.Improved schedulingof work. Monitor progress of orders. Increased people productivity. Reduced set-up times. Production up from 60,000 to 140, 000 parts per month.The research identified similar benefits from Lean implementation to other organisations within the supply chain including reduced manufacturing times, and reduced changeover times. However as Slack et al., (15) point out, the firm must understand what factors of performance the customer values and strive to satisfy them. They highlight that the performance objectives of the firm’s operations are dependent upon the competitive factors that define the customer’s requirements. The companies in this study identified cost and delivery performance as being of particular importance to their customers and linked the benefits of lean implementation to the achievement of their quality, cost and delivery (QCD) performance objectives in the following way (Table 2):Table 2. Reported contribution of Lean activities to QCD Performance ObjectivesPerformanceObjectivesCompany A Company B Company C QualityThe system highlights areas to improve. CostOperational efficiency allows price reductions. Higher throughput reduces costs. Price reductions in face of increasing material and labour costs. Delivery Performance Delivery expectations exceeded due to reduction in manufacturing times. Visibility has improved scheduling, improving reliability of supply. Improvements in on-time delivery, from15% to approximately85%.The companies also reported less tangible benefits including improved training of staff, clearer communication of business objectives, knowledge transfer, improved morale and a perceived culture change to embrace continuous improvement. Collis and Montgomery (10) consider cultural change to be the most significant of these factors, facilitating the competitive revitalisation and theExploring Competitive Advantage through Lean Implementation in the Aerospace361Supply Chain future competitiveness of the firm and the findings in this study echo findings in the automotive sector.4 Competitive advantage through Lean implementationWhile it was possible to identify operational and cultural benefits, a more complex picture emerged on whether these benefits lead to competitive advantage. It is clear from the results that Lean had created capability gaps among competitors. For example, Company A in particular saw that the implementation of Lean had improved the company image and helped with networking. These improvements may enhance the company’s capability to brand their products or services. Urde (16) recognised that competency at creating a brand image can be a source of competitive advantage. Lean also enables the firms to exceed the delivery expectations of customers leading to customer satisfaction. G ood service, leading to customer satisfaction is a core competence that leads to competitive advantage (17,18).Evidence from the interviews suggests that Lean affects the culture of the firm. Collis and Montgomery (10) saw that the Lean manufacturing principles of Japanese automobile companies were based on organisational resources embedded in the culture, routines, and processes of a company and as such, they saw Lean as a source of competitive advantage. The interviewed firms described Lean as creating a learning curve, suggesting that competitors may always be behind the improvements of the first movers. In addition, the companies interviewed had implemented Lean in a quiet period in the industry, and firms implementing Lean in the future may find it more difficult due to an increasing conflict between running their day-to-day operations and making continuous improvements.Hamel and Prahalad (14) recognised that to remain competitive for the future, companies need to continually adapt. Lean and its philosophy of continuous improvement would be one way to achieve the continual development and flexibility of core competencies required by the firm. Prahalad and Hamel (19) propose that an organisation’s capacity to improve existing skills and learn new ones is the most defensible competitive advantage of all. Therefore, continuous improvement is a dynamic capability, which provides the basis for achieving and sustaining a competitive edge in an uncertain and rapidly changing environment (20).All of the companies interviewed highlighted that maintaining the advantage of path dependency is dependent upon the other resources of the company. The Toyota Production System philosophy or the Toyota DNA is described by Drickhamer (21) as “a tight coupling of doing work and learning to do work better” (p. 26). The Lean approach does require a long-term commitment that is difficult for many organisations to maintain, especially with constantly rotating managerial ranks (21). Therefore, the sustainability of Lean as a source of competitiveness requires that the firm’s make available adequate resources to maintain the momentum of its continuous improvement programmes.Several of the interviewees highlighted that the benefits of Lean did not necessarily lead to competitive advantage. Interview responses suggested that the benefits of Lean only lead to increased competitiveness if they were perceived as362 Valerie Crute, Allan Wickham, Richard Johns and Andrew Gravesfavourable attributes by the customer, that is if they contribute to customer value and therefore customer satisfaction. Coyne (9) also refers to this link between business advantage and competitive advantage. For example, he argues that having lower costs will result in significantly higher margins, but describes that this business advantage only leads to competitive advantage if the producer recycles the additional profits into delivery attributes or product attributes that will be valued within the marketplace. Therefore, the benefits of Lean only lead to increased competitiveness if they are perceived as favourable attributes by the customer, that is if they contribute to customer value and therefore customer satisfaction. As in previous research (4), there was suspicion among the SMEs that some customers used Lean initiatives to reduce their suppliers operating margins, rather than to reduce waste from across the value stream. Several interviewees suggested that their customers lacked the required understanding of Lean, or were more concerned with forcing cost reductions. In addition, some customers encouraged suppliers to hold stock for them. Johns, Crute, and G raves (4) regard this as having a negative affect upon the supplier’s profitability and therefore the practice is not conducive to Lean thinking. The poor practices of the customers may be due to the behavioural legacies rooted in mass production, which affect efforts to rapidly introduce change into the aerospace supply chain (22). Traditionally, there has been little inter-firm collaboration in Western business models and Lean conflicts with many preconceptions such as economies of scale. It is the attitudes of some customer organisations that may therefore prevent Lean from becoming a source of competitive advantage for some SMEs.There was also some evidence in this study that respondents saw the Lean implementation as an ‘order-qualifier’ rather than ‘order-winner’. Hill (23) describes order-winning factors as those things that directly and significantly contribute to winning business; they are the customer’s key buying criteria. They are an important determinant of a competitor’s stance, as rising performance in one of these areas will either result in more business or improve the chances of gaining new business (15). These factors therefore contribute to competitive advantage, enabling the firm to sustain profits above those of their rivals. Qualifying factors are the threshold requirements of any aspect that are necessary just for the organisation to be considered by the customer, and to therefore remain in business within the industry (Hill, 23). Any improvement upon the threshold level of a qualifying factor will not win the company further business and therefore will not gain competitive benefit (15). Some interviewees expressed the concern that Lean is becoming increasingly seen as an order-qualifier and therefore a pre-requisite for entry into the industry rather than order winner.5 ConclusionsThis study suggests that the SMEs considered Lean initiatives as an appropriate strategy for dealing with changes of the competitive environment in the aerospace industry, rather than as a tactical response to customer demands. It was also apparent that Lean gives SMEs similar benefits to other organisations within the supply chain.363Benefits included improvements in cash flow and profitability, reduced manufacturing times, reduced changeover times, improved training of staff, communication of business objectives, knowledge transfer and improved morale. 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